Agile Mindset

Agile Mindset
Abdelrahman Elsheikh Seedahmed

M.sc, PMOC,CBAP, PMP, RMP, ACP, PMI-SP,EVM,
CPRE, MCITP, MCTS, OCP, OCA, ITIL v3, CTFL,
ISO20000, ISO27002
Abdelrahman Elsheikh Bio
 14 experience as Strategic PMO Director, Strategy Execution Consultant,
PMO Consultant, Project Manager, Business Analyst and Software
Engineer.
• Master Degree in Software Engineering.

• Project Management Office Certification (PMOC).
• Certified Project Management Professional (PMP).
• Agile Certified Practitioner (PMI-ACP).
• Risk Management Professional (PMI-RMP).
• Schedule Professional (PMI-SP).
• Certified Business Analyst Professional (CBAP).
• Microsoft Certified IT Professional (MCITP).
• OCP and OCA.
• Certified Professional for Requirement Engineer (CPRE).
• Certified Tester Foundation Level (CTFL).
• Earned Value Project Management (EVM).
• ISO/IEC 20000 Foundation.
• ISO/IEC 27002 Foundation.
• Certified ITIL Foundation Level.
Agenda
• The Agile Manifesto.

• The Agile Manifesto Statement of Values.
• Principles behind the Agile Manifesto.
• The Declaration of Interdependence (DOI).
• Agile Mindset VS Traditional Mindset.
The Agile Manifesto
• The Agile Manifesto came as the result of a meeting in February
2001 that brought together a number of software and methodology
experts, who then defined the Agile Manifesto Values and Agile
Principles.
The Agile Manifesto
The Agile Manifesto
Agenda

• Principles Behind the Agile Manifesto.
The Agile Manifesto Statement of Values
Individuals and interactions over processes and tools
• The message here is that while processes and tools will likely be
necessary on our projects, we should try to focus the team’s
attention on the individuals and interactions involved.
• This is because projects are undertaken by people, not tools, and

problems get solved by people, not processes.
Individuals and interactions over processes and tools
• Likewise, projects are accepted by people, scope is debated by

people, and the definition o f a successfully “done” project is
negotiated by people.
• Focusing early on developing the individuals involved in the project

and emphasizing productive and effective interactions help set up a
project for success.
Working software over comprehensive documentation
• This value speaks to the need to deliver.
• Software projects are typically initiated with the goal of creating

valuable, high-quality software, yet they often get caught up on
interim deliverables such as extensive documentation that does not
support the ultimate goal of working software.
Working software over comprehensive documentation
• Software without documentation is certainly problematic and

hampers support and maintenance.
• But comprehensive documentation without software is next to

valueless to most organizations.
Customer collaboration over contract negotiation
• This value reminds us to be flexible and accommodating, rather than

fixed and uncooperative.
• We could build the product exactly as originally specified, but if the

customer changes their mind or priority, it would be better to be
flexible and work toward the new goal, as opposed to the goal that
was originally stated.
• software is intangible and difficult to reference, companies rarely

build the same systems twice, business needs change quickly, and
technology changes rapidly.
Rather than beat up the client with a change management process that
is really more of a change suppression process, we should recognize at
the start that things are going to change, and we should work with the
customer throughout the project toward a shared definition of “done.”
This requires a more trusting relationship and more flexible contract

models than we often see on projects, but it again moves the emphasis
from nonvalue-adding activities (like arguing about scope) to
productive work.
Responding to change over following a plan
Instead of investing effort in trying to bring the project back in

line with the original plan, we should spend more of our effort
and energy responding to the inevitable changes on the project.
But this doesn’t mean the Agile Manifesto is suggesting we abandon

planning and just react to changes.
We still need to plan but we also need to acknowledge that the initial
plans were made when we knew least about the project (at the
beginning), and as the work progresses, we will need to update the
plan.
Agenda

Principles behind the Agile Manifesto
In addition to the four agile values, the authors of the Manifesto
created twelve guiding principles for agile methods. These are :
Agenda

The Declaration of Interdependence (DOI)
• In 2005, the cofounders of the Agile Project Leadership

Network (APLN), now known as the Agile Leadership
Network (ALN), created the Declaration of Interdependence
for agile project management.
• The Declaration of Interdependence (DOl) focuses on the

project management side of agile projects.
• The reason for this declaration because we want to see

what management principles might be required in order
to achieve an Agile Mindset in product and project
management.
• The title "Declaration of Interdependence" has multiple

meanings.
• It means that project team members are part of an

interdependent whole and not a group of unconnected
individuals.
• It means that project teams, their customers, and their

stakeholders are also interdependent.
• Project teams who do not recognize this

interdependence will rarely be successful.
Agenda

Agile Mindset VS Traditional Mindset
Agenda

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Agile Mindset

Abdelrahman Elsheikh Seedahmed

• Master Degree in Software Engineering.

• The Agile Manifesto.

• The Agile Manifesto.

• This is because projects are undertaken by people, not tools, and

• Likewise, projects are accepted by people, scope is debated by

• Focusing early on developing the individuals involved in the project

• This value speaks to the need to deliver.

• Software projects are typically initiated with the goal of creating

• Software without documentation is certainly problematic and

• But comprehensive documentation without software is next to

• This value reminds us to be flexible and accommodating, rather than

• We could build the product exactly as originally specified, but if the

• software is intangible and difficult to reference, companies rarely

This requires a more trusting relationship and more flexible contract

Instead of investing effort in trying to bring the project back in

But this doesn’t mean the Agile Manifesto is suggesting we abandon

• The Agile Manifesto.

• The Agile Manifesto.

• In 2005, the cofounders of the Agile Project Leadership

• The Declaration of Interdependence (DOl) focuses on the

• The reason for this declaration because we want to see

• The title "Declaration of Interdependence" has multiple

• It means that project team members are part of an

• It means that project teams, their customers, and their

• Project teams who do not recognize this

• The Agile Manifesto.

• The Agile Manifesto.

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